I think motivation is contextual. When I love the mission of the project I'm working on, I'll put everything into it. When I hit a prolonged wall of politics or poor leadership, I'm not going to operate at 100%.

There's a trifecta that works well:

1. The job is what the employee wants to be doing (IC, manager, FE/BE, end product or mission, whatever).

2. It's what the company needs. (Don't let a high performer do something that's Priority 10 just to keep them.)

3. It's what the employee is good at. (This includes areas of growth that they have aptitude for!)

People in those situations, in my experience, tend to thrive. It's great that you've recognized the kinds of products (ones you use) that give you that.

Something I don't think hiring managers do enough is convince applicants not to work there. Have a conversation to discover what the person wants. If it's not this role, that's totally fine! It's far better to help someone discover what they love than hire someone into something they won't.